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Introducing Agile Scrum XP and Kanban

2.
About Dimitri Ponomareff
www.torak.com
Dimitri Ponomareff (www.linkedin.com/in/dimka5) is a Coach.
Whether it's a sports team, software products or entire
organizations, Dimitri has that ability to relate and energize
people. He is consistently recognized as a very passionate and
successful change agent, with an overwhelming capacity to
motivate and mobilize teams on their path to continuous
improvements. He is a master facilitator, as well as a captivating
speaker with consistent, positive feedback regarding his ability to
engage an audience.
As a certified Coach, Project Manager and Facilitator of "The 7 Habits of Highly Effective
People", Dimitri brings a full spectrum of knowledge in his delivery of methodologies. Through
teaching by example, he is able to build teams of people who understand where to focus their
work to generate the most value.
He has coached and provided tailor-made services and training for a multitude of organizations.
The short list includes, American Express, Charles Schwab, Bank of America, Morgan
Stanley, Best Western, Choice Hotels, JDA Software, LifeLock, First Solar, Infusionsoft
and Mayo Clinic. Dimitri enjoys his work, and does everything to ensure he shares his
knowledge with others who seek it.

4.
The Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Source: www.agilemanifesto.org
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5.
12 Principles of Agile Software
1. Our highest priority is to satisfy the
customer through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work
together daily throughout the project.
5. Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
6. The most efficient and effective method
of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant
pace indefinitely.
9. Continuous attention to technical
excellence and good design enhances agility.
10. Simplicity the art of maximizing the
amount of work not done--is essential.
11. The best architectures, requirements, and
designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on
how to become more effective, then tunes and
adjusts its behavior accordingly.
Source: www.agilemanifesto.org
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6.
Lean software development principles
1. Eliminate waste
2. Amplify learning
3. Decide as late as possible
4. Deliver as fast as possible
5. Empower the team
6. Build integrity in
7. See the whole
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11.
Sequential vs. Overlapping development
Requirements Design Code Test
Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.
Rather than
doing all of one
thing at a time...
Agile teams do a
little of everything
all the time.
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16.
Origins ...
Scrum
● 1986, Hirotaka Takeuchi and Ikujiro Nonaka described a new approach to commercial product development "holistic
or rugby approach"
● 1991, DeGrace and Stahl first referred to this as the scrum approach. Ken Schwaber used such an approach at his
company, Advanced Development Methods, and Jeff Sutherland, with John Scumniotales and Jeff McKenna,
developed a similar approach at Easel Corporation, and were the first to refer to it using the single word Scrum.
● 1995, Sutherland and Schwaber jointly presented a paper describing the Scrum methodology
● 2001, Ken Schwaber teamed up with Mike Beedle to describe the method in the book "Agile Software Development
with Scrum".
XP - Extreme Programming
● created by Kent Beck during his work on the Chrysler Comprehensive Compensation System (C3) payroll project,
who worked with Don Wells, Ron Jeffries, Martin Fowler and Chet Hendrickson
● takes software development "best practices" to extreme levels
Kanban for development
● Japanese for "signboard"
● Taiichi Onho developed 1940/1950 kanbans to control production between processes and to implement Just n Time
(JIT) manufacturing at Toyota manufacturing plants in Japan.
● 2003, David J. Anderson formulated the Kanban Method as an approach to incremental, evolutionary process and
systems change for organizations
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18.
Scrum
● focus on delivering the highest business value in the shortest time
● allows to rapidly and repeatedly inspect actual working software
● the business sets the priorities & teams self-organize to determine the
best way to deliver the work
● every sprint (1-4 weeks) anyone can see real working software and decide
to release it as is, or continue to enhance it for another sprint
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23.
Kanban - 3 basic principles
1. Start with what you do now
● Kanban does not prescribe a specific set of roles
or process steps
2. Agree to pursue incremental, evolutionary change
● continuous small changes that stick vs. sweeping changes that fail due to resistance
and fear in the organization
3. Respect the current process, roles, responsibilities &
titles
● gain support, reduce fear/resistance to change and experience the benefits as a team
Kanban Board
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26.
Kanban: Start 1
a
b
to do in process done
Start with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with
the cards.
The key is to setup an easy way to visualize the work, and create an area for social
interactions.
c
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27.
Kanban: Start 2
a
b
to do in process done
Start with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with
the cards.
The key is to setup an easy way to visualize the work, and create an area for social
interactions.
b
a
to do in process done
A problem with such a simplistic board, is the lack of rules and the concept of
time-boxing.
A typical problem is accumulating too much work in progress (WIP).
Kanban is more than just adding work items on a board, it's also applying a PULL
process.
a
b a
b
a
c
c
c
a
c
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28.
Kanban: Start 3
a
b
to do in process done
Start with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with
the cards.
The key is to setup an easy way to visualize the work, and create an area for social
interactions.
b
a
to do in process done
A problem with such a simplistic board, is the lack of rules and the concept of
time-boxing.
A typical problem is accumulating too much work in progress (WIP).
Kanban is more than just adding work items on a board, it's also applying a PULL
process.
a
b a
b
a
c
c
c
a
to do in process done
To truly embrace Kanban, we must regulate the volume of cards on the board. This
can easily be accomplished by identifying clear thresholds associated to better
defined stages of work (columns).
Another improvement is to set a multi-tasking limit per user (2) and using late binding
of tasks to owners. Note that not all team members must have 2 tasks with their
names, this is a maximum of 2.
b
c
a
ready
2 5
a
c
c
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29.
Kanban: Mechanics
to do in process done
b
c
a
ready
2 5
a
c to do in process done
b
c
a
ready
2 5
a
c
to do in process done
b
c
a
ready
2 5
a
c
a
1. Team member A completes a card
and moves it to the "done" column.
2. Team member A pulls a new card
from the "ready" column and starts
working on it by placing it in the "in
process" column.
3. The team responds to the pull
event and selects the next priority
card by moving it to the "ready"
column.
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30.
Scrumban: Flow
to do in process done
b
c
ready
2 5
a
c
b
to do specify done
b
c
ready
2 3
a
c
b
execute
2
Now that we have established our team capacity and we
have a pull system, we can streamline the ideal flow.
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31.
Kanban: Flow
to do in process done
b
c
ready
2 5
a
c
b
to do specify done
b
c
ready
2 3
a
c
b
execute
2
Now that we have established our team capacity and we
have a pull system, we can streamline the ideal flow.
a
backlog specify done
b
ready
2 3
a
c
b
complete execute
3
c
8
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38.
This presentation was inspired by the work of many people and we have done our very best to
attribute all authors of texts and images, and recognize any copyrights. If you think that
anything in this presentation should be changed, added or removed, please contact us.
http://creativecommons.org/licenses/by-nc-nd/3.0/
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